IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 20, Issue 3. Ver. XI (March. 2018), PP 01-07 www.iosrjournals.org DOI: 10.9790/487X-2003110107 www.iosrjournals.org 1 | Page Reinventing Oganisational Justice in the Age of Disruption Shalini Sahni*, Dr. Chandranshu Sinha** , Dr. Sangeeta Gupta *** * Research scholar at Amity Business School, Amity University, Noida and Assistant Professor at Banarsidas Chandiwala Institute of professional Studies, Dwarka ** Associate professor ,Department of Human Resource, Amity Business School, Amity University Uttar Pradesh, Noida *** Professor at Management Education and Research Institute (MERI), an affiliated institution with GGSIPU, Dwarka, Delhi Corresponding Author: Shalini Sahni Abstract: Organisational Justice has its origin in in social psychology and has been of great interest to social researchers and philosophers. It is agreed by both that any act is “just” if perceived to be fair or virtuous. Employee perceptions about the fairness or unfairness will have a major influence on his/her attitude and behavior which will ultimately affect his/her performance. The study develops a critical understanding of the associations between different justice dimensions (distributive justice, Procedural justice, Interactional justice) and employees outcomes to those justice perceptions. Thus, there is a need to reposition and reinvent organizational justice in India where employees perceive it as value which people use it as “lens” to understand HR Practices. Key Words: organizational justice, fairness, Human Resource Practices, employee perception, --------------------------------------------------------------------------------------------------------------------------------------- Date of Submission: 12-03-2018 Date of acceptance: 30-03-2018 ------------------------------------------------------------------------------------------------------------------------------------- I. Introduction Justice as a concept is now seen to be very much subjective and socially constructed (Folger & Cropanzano,1998). This subjective sense of justice ,what is right or wrong is concerned with understanding of what people think is just or unjust, and how people formulate these fair or unfair judgments and rationalize their positive or negative action and behavior (Tyler et.al, 1991).Given the significance of these outcomes for workplace associations, it is not surprising that fairness is often something that individuals use to define their relations with employers. It was with this in mind that Greenberg (1987) coined the term „organizational justice‟ which refers to theories of social and interpersonal fairness that may be applied to understanding behavior in organizations. Organizations are complex mix of dynamic social interactions of employees‟ and their reactions to Human Resource practices, systems and authorities. Since the employees are integral part of the organizational system, therefore they constantly review the organization procedures, policies, interactions and outcomes. This process of reviewing creates a perception of the process and outcomes as fair or not. The fairness of the processes and outcomes as perceived by an employee is known as organizational justice. Previous studies on justice in west have also found a significant relation between organizational justice and various organizational outcomes such as commitment, job satisfaction, extra role behaviors, motivation, citizenship behavior etc. (Folger & Konovsky,1989; Moorman, 1991; Colquitt et al.2001). But , justice in India has been seen as social justice only (Vidhu Verma, 2011;K. D Irani & Morris Silver,1995 )and the area of organizational justice in organizational settings still remains unexplored. To overcome this limitation, we seek to understand organizational justice , which people use as a ‘lens’ to understand the various policies, processes and interactions in an organization. Although a considerable attention has been paid to organisational justice concept, consequences and antecedents in the west but those findings cannot be generalized in India and hence calls for the positioning of justice in Indian organisations. As a part of this focus, the study reviews organizational justice critically and develop an understanding of the concept of organizational justice and aims at bringing changes in the values and systems of the Indian organisations. The initial approach taken to address this issue is through exploratory research and then extend the boundary to how does organizational justice vary across Indian organisations. Furthermore, we seek to develop a critical understanding of the linkages between different dimensions of organizational justice (distributive justice, Procedural justice, Interactional justice) and employees reactions to the same. This study is also an attempt to view organizational justice as a core value for an organization that affects the perceptions, understanding, behavior and performance of employees in the organization. It is